ABSTRACT
The transformation of the economic policy and structure in China and India since the 1980s coincides with the advent of the concept of human resource management (HRM) in the American–Anglo context and the ensuing development and promotion of a wide range of HRM techniques across the world. Both countries have been going through a period of internationalization and modernization, although the process and speed vary across different industrial sectors and ownership forms. The need to improve productivity in light of the rise of young and relatively more competitive private sectors has forced their public sectors to make radical changes and implement new HRM practices which depart significantly from those in their former centralized economies. As discussed in Chapter 1, the changing demographic profile of their labour markets; and the different cultural values, career aspirations and workplace expectations compared with the older employees; add further pressure on employers to adopt HRM practices in order to attract and retain young talent. These issues are discussed in more detail in Chapter 5.
